Altia raises its semiannual profit by 15% and approaches 9 million.

Altia should combine strategic clarification (where and why to grow), a business model adapted to each country, and solid operational capacity (people, partnerships, and processes) to increase its international presence. This requires prioritizing markets, choosing well whom to partner with, what to offer, and how to differentiate, especially in sectors where it already has strengths (ICT services, digitalization, public sector, outsourcing, etc.).

1. Choose target markets with clear criteria

• Define 3–5 priority markets, instead of trying “everywhere”: based on ICT market size, expected growth, cultural and language affinity, regulatory ease, and presence of current clients.
• Leverage the “pull effect” of multinational clients: identify current accounts (banking, utilities, telco, retail, administrations or multilateral organizations) already working with Altia in Spain that have relevant operations in other countries. Following the client reduces entry costs.
• Analyze local competition and available niches: in each market, map 3–5 direct competitors and locate gaps where Altia can enter with an advantage (due to technological specialization, price, sector, or cultural proximity).

2. Develop a country-specific value proposition

• Choose clear “workhorses”: do not try to sell the entire portfolio from the start. Select 2–3 lines where Altia has the strongest references (for example, legacy application modernization, managed services, data analytics, public sector solutions) and build the commercial pitch around them.
• Localize the message: adapt success stories, terminology, and benefits to the country context (government digital priorities, private sector competitive pressure, talent challenges, etc.).
• Position in segments where Spanish origin is an advantage: for example, in Latin America (cultural and linguistic affinity) or in public administration environments where experience in complex projects in Spain is differentiating.

3. Define an entry and expansion model

• Decide the “mode of entry” per market:
  • Exporting projects from Spain (nearshore development centers).
  • Light commercial office with delivery from Spain/Portugal.
  • Subsidiary with mixed local–nearshore team.
  • Acquisition or integration of a medium local company.
  The choice must balance risk, investment, and the need for client proximity.
• Prioritize “asset light” models initially: start with a reduced commercial structure and remote support, and only after validating traction move to heavier structures (subsidiaries, acquisitions).
• Design a replicable commercial playbook: a standard process of prospecting, qualification, proposal, and closing that can then be adapted country by country.

4. Build strategic alliances

• Technology alliances: strengthen agreements with major manufacturers and cloud providers (hyperscalers, sectoral software manufacturers) to enter joint projects and channel programs.
• Local partners: integrators, business consultancies, or specialized boutiques already established and seeking technological or nearshore delivery capacity.
• Institutional and sectoral network: in markets where the public sector is key, integrate into technology associations and chambers of commerce to gain visibility and access to tenders.

5. People, culture, and governance

• Appoint a clear head of International with real capacity to coordinate countries, decide priorities, and allocate resources.
• Build mixed teams: combine local talent (who understands the market, language, and client relationship) with delivery teams in Spain/Portugal that ensure quality and scalability.
• Care for company culture: avoid “fiefdoms” among subsidiaries. Promote internal mobility, shared projects, and common metrics.

6. Risk management, pricing, and margins

• Clear risk framework: criteria for currency exposure, concentration in few clients, dependence on public tenders or demanding regulated environments.
• Coherent pricing policy: leverage nearshore cost differentials without entering price wars; sell value (sector experience, compliance, service quality) rather than “man-hours.”
• Success metrics: international billing, margin per country, weight of recurring business, number of anchor clients in each market, and ratio of repeated projects.

In summary, the next steps involve choosing well where to play, with what concrete proposal and partners, creating light but coordinated structures, and rigorously measuring progress. Discipline in this roadmap is as important as the ambition to grow abroad.

In Spanish corporate law, the CEO is not a figure regulated company by company, but a management body generally provided for in the Capital Companies Act (Ley de Sociedades de Capital, LSC), whose specific configuration is completed with the bylaws and the agreements of the board of directors. Therefore, at Altia the CEO will essentially have the same competencies as in any Spanish capital company that opts for this figure, nuanced by what its bylaws and the board itself provide.

1. Nature of the position

The CEO is a member of the board of directors to whom the board delegates management and representation powers of the company. It is not a body separate from the board, but an intensification of the role of a director who assumes executive functions.

This delegation is articulated through:

• A board resolution, adopted with the quorum and reinforced majorities required by the LSC.
• A contract between the company and the CEO approved by the board itself, detailing functions, dedication, remuneration, and possible exclusivity or non-compete clauses, etc.

2. General scope of competencies

The LSC assumes that the board of directors holds management and representation of the company but allows it to delegate ordinary management to one or more CEOs. In general terms, the CEO may assume:

• Executive business management: planning and directing the company's ordinary activity (in this case, Altia), executing the strategy approved by the board, and coordinating the different functional areas.
• Day-to-day economic and financial management: budget preparation, monitoring results, ordinary treasury decisions, negotiating banking conditions within authorized limits.
• Representation of the company before third parties in acts and contracts within delegated powers: signing contracts with clients and suppliers, hiring executive personnel, usual operations of the company's business.
• Internal organization: proposing the organizational structure, appointing and dismissing executives within the policies approved by the board, and establishing internal procedures for daily management.

3. Legal limits to delegation

The LSC establishes that there are certain powers the board cannot delegate to the CEO. Among the most relevant are:

• Preparation of annual accounts, management report, and proposal for profit application.
• Calling the general shareholders' meeting and setting its agenda.
• Approval of general policies and strategies of the company (strategic plan, risk policy, major investments, etc.).
• Decisions on capital increases or reductions, mergers, spin-offs, or other structural modifications, except in very specific cases where the board has delegated competence by the shareholders' meeting.
• Determination of directors' remuneration policy and approval of the CEO's own contract.

In summary, the CEO manages and executes, while the board retains major decisions and control and supervision functions.

4. Relationship with the board of directors

Although the delegation grants broad powers, the CEO is subordinate to the board:

• Must respect the limits and criteria set by the board in the delegation agreement and executive contract.
• Reports periodically to the board on the company's progress, strategy execution, and relevant risks.
• The board may revoke the delegation or modify its scope at any time, respecting legal and statutory requirements.

5. Liability

The CEO is liable to the company, shareholders, and third parties under the general liability regime for directors of the LSC. This implies:

• Duty of diligence: act with the diligence of an orderly entrepreneur and loyal representative, adequately informing before making decisions.
• Duty of loyalty: avoid conflicts of interest, not exploit business opportunities of the company for personal or third-party benefit, and maintain confidentiality.
• Liability for damages caused by acts or omissions contrary to the law, bylaws, or performed without due diligence.

6. Particularization at Altia

In Altia's specific case, the LSC sets the general framework described, but the precise competencies of the CEO are determined by:

• What its bylaws provide about the governing body and possible delegation of powers.
• The specific delegation agreement adopted by Altia's board of directors.
• The content of the CEO contract (functions, objectives, signing limits, etc.).

Without access to those documents, only the general regime can be described: a director with broad executive functions for ordinary management and representation of Altia, subject to legal, statutory limits and board supervision.

Altia has recently obtained awards in application development, IT services, and maintenance of public infrastructures. The results closest to October 27, 2026, include contracts with RTPA, the State's centralized contracting, and the Autonomous University of Madrid. The sources consulted allow identifying awarded contracts but do not allow calculating the success rate: they do not provide a complete list of tenders submitted, lost, or pending.

The most recent awards

• Radiotelevisión del Principado de Asturias: 89,000 euros. Altia obtained on October 23, 2026, a contract for software application development, against a budget of 123,244.34 euros. The initial duration is eleven months, with possible extensions. The difference between both figures represents an approximate discount of 27.8%. See the list of awards.
• State Centralized Contracting Board: 152,838 euros. The award, dated October 21, 2026, corresponds to IT consulting, software development, Internet, and support services. The published budget was 305,676 euros: the awarded amount represents a 50% reduction. The procedure was restricted, according to the same list.
• Autonomous University of Madrid: 361,233.40 euros. On September 10, 2026, Altia was awarded lot 2 of technology services, budgeted at 556,600 euros. The contract covers 36 months and a possible extension of another 24. The approximate discount was 35.1%.
• Madrid City Council: 303,418.15 euros. The award of file 511/2025/14806, for IT services, is dated January 30, 2026, and derives from a dynamic purchasing system. It can be consulted in the municipal contracting results.

These four awards identified in 2026 sum 906,489.55 euros. This is a sum of the published amounts for those contracts, not the total annual volume of Altia's public contracting nor a figure of already recognized revenues.

Larger contracts and background

The economic information also includes two lots awarded to Altia and Plexus by Madrid Digital, with a jointly communicated value of about 12 million euros. The consulted reference does not break down how much corresponds to Altia nor fully identify the object of each lot; therefore, this amount should not be fully attributed to the company. The mention appears in the coverage of Economía Digital about Altia.

As a relevant background, Transportes announced on October 22, 2025, a contract of 1.7 million euros to expand and maintain the SIMPLE logistics platform, with permanent support and new document exchange functionalities. The Ministry communication indicated twelve months of execution. The BOE of the SIMPLE agreement identifies file E/14/2025, awarded to the temporary union of Altia Consultores and Altia Logistic Software, signed on June 16, 2025.

Other results from late 2025, recorded in the historical contract list, were:

• University of León: 40,886.91 euros to expand and maintain backups; awarded in December with a duration of 25 months.
• Carlos III Health Institute: 14,153.27 euros to supply, install, and support a DevOps system; minor contract awarded in December.
• Subdirectorate General of Economic and Asset Management: 358,800 euros for lot 3 of operation; awarded in November with a validity of 23 months.

Overall, the results show presence at different administrative levels and technological specialties, with significant economic discounts in some tenders. This confirms awards but does not allow deducing their profitability nor affirming that Altia has won the majority of the calls in which it participated.